Seija Pihlajaviita

2013ATRIA´S CORPORATE
RESPONSIBILITY REPORT
AT THE SOURCE OF GOOD FOOD

2 Atria´s Corporate Responsibility Report 2013
ATRIA FINLAND
Plants Key indicators Focus Areas Highlights of performance 2013
• Nurmo
• Kuopio
• Forssa
• Kauhajoki
• Seinäjoki
• Jyväskylä
• Sahalahti
• Netsales,EURmill...................886.8
• EBIT,EURmill................................32.9
• Averagenumber
ofemployees................................2,146
• Finance
• Productsafety
• Nutrition
• People
• Animalwelfare
• Environment
• Communications
• Atriaconductedanextensivesurveyamong
itsstakeholdersoncorporateresponsibility
issues.Responsesshowthatstakeholders
trustAtriainallareasofcorporate
responsibility.
• Atriawasthefirstinthesectortointroduce
farm-specifictraceabilityforbeef,pork
andchickenproducts.Traceabilityisan
importantpurchasingcriterion,andAtria
succeededinstrengtheningitsmarket
sharesignificantlyin2013.
• AsaresultoftheEarlyCaringproject,the
retirementageofemployeesroseto63.2
years.
ATRIA SCANDINAVIA
• Sköllersta
• Malmö
• Tranås
• Falköping
• Skene
• Moheda
• Borås
• Horsens
• Netsales,EURmill....................395.0
• EBIT,EURmill................................12.2
• Averagenumber
ofemployees ...............................1,050
• Finance
• Productsafety
• Nutrition
• People
• Environment
• Communications
• Atria’sHandprintprojectsinSweden
andDenmarkfocusedonfinance,
productsafety,nutrition,environmental
responsibility,employeeresponsibilityand
communicationsthemes.
• AtriaScandinaviahasincreasedtheusageof
Swedishmeatrawmaterialinit'sproducts.
• Atria'snewvalueswerecascadedto
employeesviaaWayofWorkgame.
• Intheyearunderreview,theemployee
developmentprogrammesstartedinthe
previousyearcontinuedandnewoneswere
launched.
Atria Plc corporate responsibility map 2013
Atria’sfocusareasinenvironmentalresponsibilityvaryfromonebusinessareatothenextdepending
ontheoperatingenvironmentandstakeholderdemands.Themapillustratesthefocusareasineach
businessareainresponsibilityworkandprovidesexamplesofkeyachievementsin2013.
Corporateresponsibilitymap..............................................2
Atria’sHandprint.....................................................................4
InterviewwiththeCEO ..........................................................5
Stakeholders............................................................................6
Safefood..................................................................................12
Healthyandnutritiousfood................................................16
Researchanddevelopment......................................20
Healthyandwell-keptanimals..........................................22
Employee well-being..........................................................26
Healthyenvironment............................................................32
Economicresponsibility......................................................38
Descriptionoftheorganization
AtriaGroup.....................................................................40
Atria’sstrategy..............................................................42
Businessareas.............................................................44
GRIcontentindex..................................................................46
Corporateresponsibilitydevelopmentprojects...........51
Reportingprinciples.............................................................52
Contactinformation.............................................................54
Atria Plc
AtriaPlcisapowerfullygrowingandinternationalizing
Finnishfood-industrycompany.Atriaisoneofthe
leadingfoodindustrycompaniesintheNordiccount-
ries,RussiaandtheBalticregion.
Atria’snetsalesin2013wasEUR1,411millionand
itemployedanaverageof4,670persons.TheGroup
isdividedintofourbusinessareas:AtriaFinland,Atria
Scandinavia,AtriaRussiaandAtriaBaltic.

Atria´s Corporate Responsibility Report 2013 3
ATRIA RUSSIA
• St.Peters-
burgregion
(Gorelovo,
Sinyavino)
• Moscow
• Netsales,EURmill....................121.5
• EBIT,EURmill..............................-21.0
• Averagenumber
ofemployees ................................1,151
• Finance
• Productsafety
• People
• InRussia,theresponsibilityfocus
areaswereﬁnance,productsafetyand
employeewell-being.
• Atriagaveupallitsprimaryproduction
inRussia.Porkproductionatthe
CampofarmfarmintheMoscowregion
wasterminatedin2013.Atthesametime
Atriaconcentrateditsoperationsatthe
GorelovoplantinStPetersburg.
• In2013,thecertiﬁcationofAtria
Russia’smainproductionplantin
GorelovoincompliancewiththeFSSC
22000standardwasexpandedfrom
conveniencefoodproductiontoallofthe
plant'soperations.
ATRIA BALTIC
• Valga
• Vastse-
Kuuste
• Netsales,EURmill......................32.9
• EBIT,EURmill...................................0.1
• Averagenumber
ofemployees ..................................322
• Finance
• Productsafety
• People
• Nutrition
• InEstoniatheresponsibilityfocusareas
wereproductsafety,nutritionand
improvedcommunications.
• 95percentofporkcomesfromAtria
Baltic'sownpigfarms.
• InEstonia,consumersexpectproducts
tobeasnaturalaspossible.Product
developmenthasincreasedthe
useofnaturaladditives.Consumer
communicationonproductqualities
hasalsoimproved,forinstancethrough
websitesandin-storematerials.
Corporateresponsibility
ATRIA'S PRODUCTION PLANTS
Kuopio
Forssa
St Petersburg
Moscow
Valga
Vastse-Kuuste
Horsens
Moheda
Tranås
Skene
Borås
Falköping
Sköllersta
Seinäjoki/Nurmo
Kauhajoki
Malmö
Jyväskylä
Sahalahti

Thejourneyconsistsoffivestagesorthemes:
• Safefood,achapterthatintroducesyoutoAtria’sproduct
safetypracticesandgoals.
• Healthyandnutritionalfood,wherewelookintothehealthand
nutritionalaspectsoftheingredientsusedbyAtriaandthe
finishedproducts.
• Healthyandwell-keptanimalsarethestartingpointofgood
food.Forusanimalwelfareisamatterofprideandprinciple.
• Employeewell-beingfocusesonourownemployees,butwe
naturallyalsotakeresponsibilityforthewell-beingofourother
stakeholders.
• AhealthyenvironmentisessentialtoAtriaandthefood
processingindustryasawhole.
Inadditiontothesefivethemes,wenaturallyaddressAtria
asacompany,itscurrentstateandthepreconditionsfora
sustainablefuture.
Enjoythejourney!
AnneHirvelä
QualityManager,AtriaFinland
At the source of good food
In this report, we take you on a journey to the sources of good food from
the viewpoint of Atria’s corporate responsibility.
Atria’s Handprint
has wide coverage
Atria promotes its diverse corporate responsibility
through the far-reaching Handprint programme. It
brings together the principles, practices, projects, goals
and results of Atria’s responsible operations and provides
comprehensive updates on their progress.
Under the Handprint programme, responsibility is
developed and measured in seven sectors. These are:
• Finance
• The environment
• Animal welfare
• Product safety
• Nutrition
• Personnel
• Communications
The symbol of Atria’s Handprint programme is the
Handprint logo. It signifies the personal contribution of
each person participating in the Atria food chain, and its
colours communicate the effects of responsibility.
PRIMARYPRODUCTION INDUSTRIALPRODUCTION CUSTOMER CONSUMER
HANDPRINT OF
RESPONSIBLE
ATRIA
Good food chain
Asthepicturesshow,
Atria’sgoodfoodchain
consistsoffourmain
stages.
ATRIA’S HANDPRINT

INTERVIEW WITH THE CEO
CEO Juha Gröhn of Atria Plc, Atria's vision is to
"provide good food for all occasions – from daily
meals to celebrations". As a large food company, it is
constantly present in people's daily lives. Atria has a
huge responsibility, doesn't it?
“It does. Our responsibility is huge, and responsibility
plays an important role in Atria's business. You could
even say that if our operations were not honest and
transparent, we would not be in business at all.
We prepare food for hundreds of thousands of
people in Finland, Sweden, Denmark, Russia and
Estonia on a daily basis. When we are talking about such
a large group of people, our responsibility is not limited
to our own business but also extends to public health.
Atria food must be safe, healthy and nutritious – and we
must use plain language to communicate this. People
want to know precisely where their food comes from,
what it contains and how it is produced. People are also
interested in the impact that such a large food company
has on its immediate environment and the wider society.
Although Atria is a listed company, we do not focus
on the results for a single quarter. We have a longer
perspective, looking several years ahead. Keeping this
in mind, responsible ways of work are a prerequisite for
both growth and profitability.
You mentioned growth and profitability. How would
you describe Atria's financial performance in 2013?
In Finland, Atria's growth was strong and we
consolidated our position in the market. Most of Atria
Scandinavia's growth came from Denmark. In Russia
and Estonia our sales decreased, but the profitability of
operations improved. Our EBIT fell by about one third
due to the non-recurring costs from the reorganisation
of the Russian operations. Without these costs, our
EBIT was higher than the previous year, at EUR
37 million in total. We made major structural and
operational changes in 2013,* with only one goal in
mind: securing Atria's profitable growth. Profitability is
also essential for Atria's corporate responsibility.
The Group's headcount fell by 230 to 4,670.
Where were the greatest reductions made?
They were made in Russia. We centralised our
operations in a single, modern plant in St Petersburg.
Our Moscow plant will be run down over the course of
2014, as will our primary production near Moscow. The
number of employees also fell slightly in Sweden and
Estonia, owing to centralisation and automation. On
the other hand, we hired approximately one hundred
new employees in Finland.
Atria had dozens of corporate responsibility
development projects under way in 2013. Are there
any individual projects or themes that are particularly
important?
As I already mentioned, safe and healthy food of
high nutritional quality is a prerequisite for Atria's
success. We need to constantly research and develop
these issues, and that is what we did last year. However,
if I had to highlight one significant theme, it would be
the transparency of the entire food chain. We have been
able to increase transparency, particularly in Finland.
People can now trace meat all the way to the farm. This
theme is also very important in Sweden and Denmark.
People want – and have the right – to know about the
conditions in which production animals are raised and
the methods used.
Atria personnel contributed to the definition of shared
values, known as the Atria Way of Work. This was a
major effort, but it was clearly a success?
This project was definitely a success. I was part
of a group of more than 3,500 Atria employees who
shared their views on the Atria Way of Work and the
things that are important for us at Atria. We all agreed
that enthusiastic people and the most desirable brand
form the foundation for our success. That is the Atria
we want and that is what we work for, collectively and
individually.
*Seepage41.

STAKEHOLDERS
Atria’s corporate responsibility policy is embodied in the
day-to-day work with stakeholders. Atria uses various
surveys, questionnaires and analyses, as well as meetings
and personal interaction with stakeholders, to gain
extensive knowledge of their expectations.
Atria only deals with those primary producers
and subcontractors, customers and other business
partners who are known to be trustworthy and
honest. Atria favours partners who, in addition to
offering a reasonable price and high quality, are
able to demonstrate that they operate in accordance
with ethically acceptable practices. For example, one
of Atria’s selection criteria for material and/or raw
Atria knows its stakeholder expectations
Strategic stakeholders
Atria’s key stakeholders have been defined on the basis of Atria’s business strategy. Strategically
significant stakeholders include customers, consumers, personnel, producers and shareholders.
Other significant stakeholders include authorities, financial institutions, schools and the media.
material suppliers is the quality of their environmental
management.
Customers and consumers are the most important
external stakeholder groups for Atria’s business
operations. With its customers, Atria engages in
sustainable cooperation in which both parties listen
to and understand each other’s needs, wishes and
opportunities, also in relation to responsibility.
Consumer preferences and wishes ultimately determine
the product groups and products Atria supplies to
retailers and other customers. Insights into consumer
needs gained from research on consumer behaviour
guide Atria’s product development and marketing.
Inthe2013CustomerSatisfactionSurvey,AtriaFinland'sFood
Serviceretainedseventhplaceinanevaluationofallsuppliers
inthehotel,restaurantandcateringsector.Inthefresh
productscategory,FoodServicerankedsecond.Intermsof
deliveryreliability,itretaineditsnumberoneposition.
ThebestscoresweregivenforFoodService'sprice-quality
ratio,expertise,reliabilityandgeneralimpression.
Theareasmostinneedofimprovementwereproduct
replaceability,customercontactsandtheabilitytosolve
problems.
FoodServicehasupdateditscustomerrelationshipstra-
tegyinordertoadoptnewsellingpractices,therebyincreasing
contactwithcustomersandimprovingcustomerrelationship
management.Theobjectiveofthestrategyistofurtheren-
hanceunderstandingofcustomers'businessesandtoenable
thesmoothprovisionofsolutions.Thenewstrategyhasbeen
cascadedtotheFoodServicesalesorganisationsinceautumn
2013.
Good customer satisfaction score

Stakeholder group Expectations of the stakeholder group Atria's expectations
Examples of meeting the
expectations of a stakeholder
group Interaction channels
Customers Competitive pricing, safety and quality,
customer-driven service, reliability in
deliveries and in other operations.
Shared operating models,
implementation of agreed
measures, forecasts.
Stakeholders rely on Atria's
responsibility: page 10.
Personal interaction, marketing communications, online
services, mass media, product launches, campaigns, visits,
customer satisfaction surveys, customer magazines.
Consumers Products to meet consumer needs,
affordable price, safety and quality,
reliability, ethically justified products.
Choosing an Atria product,
confidence in and willingness to
pay for the Atria brand.
Atria leads the way in origin
labelling: page 11.
Marketing communications, online services, mass media,
product launches, campaigns.
Personnel Pay, continuity of employment, social
security benefits, comfortable and safe
working conditions and opportunities for
career advancement.
Work contribution, innovation. Atria's Way of Work: page 28. Personal interaction, online services, mass media,
performance appraisals, personnel surveys, training,
seminars and events, personnel magazines, units'
communications channels.
Producers Reliable and sustainable partner, expert
advice, competitive producer price.
Commitment, raw materials
that meet quality requirements,
reliable and sustainable
cooperation.
Reliable partnerships: page 22. Personal interaction, online services, producers' magazines,
seminars and other events.
Shareholders,
investors
Return on investment, continuation of
business operations, decision-making
power and return of capital.
Carrying the risk in the form of
capital.
Distribution of economic value
added by Atria: page 39.
Personal interaction, annual report, online services, mass
communication, General Meeting, Capital Markets Day, press
and stock exchange releases.
Financiers Repayments of loans at the agreed time,
reliability, continuity, debt-carrying capacity.
Borrowing at agreed price. Distribution of economic value
added by Atria: page 39.
Annual report, online services, mass communication, press
and stock exchange releases.
Authorities Tax revenue, employment, international
competitiveness, investments, openness,
cooperation and environmental
consideration.
Legislation, public services
such as hygiene monitoring and
financing.
Safe Atria Quality: page 12. Personal interaction, annual report, online services, mass
communication, stakeholder survey, seminars and events,
cooperation with authorities, press and stock exchange
releases.
Subcontractors
and partners
Reliable payment of invoices, long-term
customer relationship, predictability and
increasing demand.
Delivery of raw materials,
services and finished products of
the agreed quality in accordance
with the agreed delivery terms.
Stakeholders rely on Atria's
responsibility: page 10.
Personal interaction, marketing communications, annual
report, online services, mass media, stakeholder surveys,
product launches, campaigns, seminars and events, research
and development projects.
Opinion leaders
and media
Transparency, industry expertise. Influencing public opinion. Open doors at Atria’s contract
producers' pig farms: page 24.
Personal interaction, marketing communications, annual
report, online services, customer magazines, press and stock
exchange releases, media cooperation.
Local communities
and schools
Employment, cooperation, environmental
care, training jobs.
Skilled and motivated workforce,
public services such as training,
infratechnology.
Atria participates in Enterprise
Society: page 8.
Personal interaction, online services, mass media, seminars
and meetings, visits, training and thesis jobs, research and
development projects.
Research Cooperation partner, research needs. Reliable partner, expert,
research quality.
Atria is involved in the KESTO
project: page 25.
Personal interaction, mass media, seminars and events,
visits, research and development projects.
Atria's stakeholders
Stakeholders

STAKEHOLDERS
A day in the world of adults
MyCityisalearningenvironmentforfamiliarising6th-grade
pupilswithsociety,theworldofworkandentrepreneurship.In
MyCity,pupilsworkindifferentjobsandcompanies.Theyget
paidandalsoactasmembersofsocietyintherolesofcitizens
andconsumers.MyCityisvisiteddailybysome60–70pupilsto
learnpracticalskills.
AtriaparticipatedinMyCityinOstrobothniabysettingupan
Atriarestaurant.Inadditiontothemanagingdirector,therestau-
rantemployswaitersandwaitresses.
MyCityOstrobothniaoperatedinVaasaintheautumn2013
andmovedtoKokkolaandtoSeinäjokiinyear2014.MyCitywill
betouringOstrobothniaforthenextthreeyears.
» Towatchavideo,visittheAtriaGroupwebsite:
» http://www.atriagroup.com/media/Sivut/default.aspx#/
news/atrian-mukana-pohjanmaan-yrityskylaessae-
katso-video-70250
Atria fans served
from a camper van
InJuly,aredVWcampervandubbed'Makupaku'drovetofour
festivaltownstofeedAtriafanswithHiillossausages.Fanscould
voteonFacebooktodecideMakupaku'sdestinationforeach
weekend.
TheﬁrststopwasTurku,thehomeofRuisrock,fromwhere
thevanspedtoJoensuutocheeruppeopleatIlosaarirockand
thentoPorianditsjazzlovers.Thetourendedwhereithad
started:inTurku,whereDownByTheLaituriwasheldinlateJuly.
Someonethousandfestival-goersgulpeddownHiillos
sausagesoverthecourseofJuly.Makupakuwasgreetedwith
laughter,andfanslovedtotakepicturesofthemselvesnexttothe
van.
–Greatfoodwithverylittleeffort.Makesyoufeelgood,people
commentedinPori.
–IguessAtriaisthebest-knownsausagemakerinFinland
anyway,notedafaninJoensuu.
Asaresultofthepromotion,Atriagainedhundredsofnew
FacebookfansandTwitterfollowers.
–Thisisagreatmarketingmethod,saidayoungRuisrock-
goer.

Stakeholders
Domesticproduct
Packageistherightsize
Excellenttaste
Affordable
Delicious
Noadditives
Easilyavailable
Easytouse
Favoritebrand
Productisproducedlocally
Nutritious
Easytomakeandeat
Ethical
Organic
Healthy
Pro-environmentallyproduced
Mincedbeef
Chicken
*Peoplewhoareresponsibleforgroceryshoppingaloneortogether.
Thefiguresareindicative.
Source:Ruokatietoa2013,SuomenGallupElintarviketietoOy
60
55
44
39
37
39
30
31
19
25
23
15
14
12
15
20
13
9
17
12
11
12
13
20
10
10
9
7
8
8
6
6
Factorsaffectingpurchasedecisionofdifferentfoodstuffin
Finland*
Farmari fair-goers value
origin labelling
InearlyJuly,FarmariAgriculturalFairattractedmorethan
100,000visitorsinterestedinagriculturetoSeinäjoki,Finland.
AtAtria'sstand,fair-goerswereaskedabouttheirpurchasing
criteriaformeat.Duringthefourdaysofthefair,1,160responses
werereceived.
Theoriginofmeatwasclearlythemostimportantcriterion.
Respondentsalsomentionedpriceandtasteaskeyfactors.Atria
Price-quality ratio
the decisive factor*
• ForFinns,whatmattersmostinselectinggroceriesis
agoodprice-qualityratio.Itisthekeycriterionfor67
percentofconsumers.
• Thesecondmostimportantcriterionforstaplefoods
isnutritiousness,valuedby51percentofconsumers.
• Inthethirdplaceisexcellenttaste,ratedhighlyby48
percentofconsumers.
*Source:TNSGallup,2013
67%67%Price-qualit
he decisiv
productsthatcanbetracedallthewaybacktothefarmmade
themfeelmorecomfortableaboutpurchasingmeat.
Atriaoffersproductsinallcategoriesofmeatwherethe
farmoforiginisdeclaredonpackaging.ConfidenceinFinnish
productsishigh,andsomerespondentsfounditsufficientto
knowthatthemeatcomesfromaFinnishfarm.Thisinformation
isclearlyindicatedonallofAtria'spackaginginFinland.
theproceedswillgotoBRIS.Posterswillalsobeputonthewalls
ofschoolcanteenstoadvertisethecampaign.
BRISisanon-governmentalorganisationthatsupports
childrenindistressandisalinkbetweenchildren,adultsandthe
community.Itsactivitiesincludeahelplineandachatservice,
whichchildrencanuseanonymouslyandfreeofchargetotalk
aboutthingsthatareontheirmindwithatrustworthyadult.
InOctober2013,AtriaScandinavialaunchedauniquesponsor-
shipcampaignwithSwedishNGOBRIS(Children'sRightsin
Society).ThecampaignenablesAtriaandBRIStoreachabout
1.4millionpupilsacrossSweden.
Thesloganofthecollaborationis"Goodthingsforagood
cause".AtriaFoodservicehasselectedaspecialrangeofpro-
ductstobepromotedtogetherwiththepartnerschools.Partof
Atria Scandinavia supports schoolchildren

Atriaalsoactivelyengageswithitsstakeholdersthroughsocial
media.AtriaFinland'sFacebookcommunityconsistsofsome
90,000fans.TheFacebookpageistargetedatconsumers,and
themaintopicsofdiscussionarefoodandthemesrelatedtothe
originoffood.
AtriaGroupopenedaFinnish-languageTwitteraccountin
March,tocomplementitscorporateresponsibilitycommunica-
tionsandinteractionwithstakeholders.DiscussiononTwitter
centresaroundthethemesofcorporatecommunicationsand
responsibility.
AtriaGroup'sjointLinkedInpageswereopenedinlate2013.
LinkedInisanetworkingtoolforsharingwork-relatedinterests,
tellingaboutone'sownandothers'areasofexpertiseandgiving
recommendationstomembersofthenetwork.LinkedIncan
alsobeusedforrecruitment.
Atria influential in social media
Stakeholders rely on
Atria's responsibility
In2013,Atriaconductedanextensivesurveyforstakeholderson
corporateresponsibilityissues.Thesurveywastargetedatagri-
culturalproducers,personnel,customers,suppliersandparties
thathavenationalinfluenceinthisarea.Atotalof951responses
werereceived.
Theretailsectorandthefoodindustrywereseentohavethe
greatestresponsibilityfortheprofitabilityoftheproductionchain
andtheequaldistributionofadditionalvalue.Withregardto
animalwelfareandtheenvironmentalimpactofthefoodchain,
themainresponsibilityfellonprimaryproduction.Thefood
industrywasexpectedtotakeevenmoreresponsibilityforcon-
sumers'healththantheydothemselves.Furthermore,ensuring
thesafetyoffoodwasclearlyregardedasthefoodindustry's
responsibility.
ResponsesshowthatstakeholdersrelyonAtriainallareas
ofcorporateresponsibility,suchasthepromotionofanimal
welfare,productsafetyandnutritionalresponsibility.Information
availableontheAtriawebsite,inpublicationsandcorporate
responsibilityreportswasalsofelttobecomprehensiveand
reliable.
ClearlythemostimportantresponsibilitythemesforAtria's
stakeholderswerethepurityandtraceabilityofrawmaterials
andthepromotionofanimalwelfare.
Theresponsesprovidedthecompanywithvaluablefeedback
ontheworkalreadycompleted,enablingittofocusitsfuturede-
velopmenteffortsonissuesfoundrelevantthroughoutthechain.
AtriaFinland'swebsiteisthecompany'smainchannelforFinnish
consumers,customers,producersandotherstakeholders.Atria's
2013stakeholdercorporateresponsibilitysurveyshowedthatthe
Atria.fiwebsiteisthefirstchoicefor60%ofindividualswhenthey
wishtofindinformationonAtria'scorporateresponsibility.
Visit Atria’s websites at:
• www.atriagroup.com
• www.atria.fi
• www.kokkaamo.fi
• www.atriatuottajat.fi
• www.atria.se
• www.atriarussia.ru
• www.atria.ee
STAKEHOLDERS

AtriaFinlandistheﬁrstcompanyinitssectortointroducefarm-
leveltraceabilityforalltypesofmeat:chicken,beefandpork
products.Inbeefproducts,fulltraceabilityisprovidedforsteak
andorganicproducts.Thefarmoforiginisalsodeclaredfor
somecorn-fedporktenderloinandsirloinproducts.
TraceableAtriaFamilyFarmfreshchickenproductswere
launchedinearly2012.Atfirst,traceabilityinformation(name
andlocationofthefarm)wasfoundon21consumer-packedfillet
products.Inautumn2013,theFamilyFarmChickenproductline
expandedtowingsanddrumsticks.Attheendof 2013,there
were42fully-traceableAtriaFamilyFarmChickenproducts
availableinretailstoresandfourproductsintheFoodService
Atria leads the way in origin labelling
selection.
Thedisclosureoffarminformationhasrequiredchangesto
theproductionprocessandinvestmentsinnewequipment.Atria
intendstoaddtraceabilitytoallofitsproductgroups.
Inautumn2013,Atriawastheﬁrstcompanytobringa
traceablecookednuggetproduct–AtriaFamilyFarmChicken
FilletNuggets–totheshelves.Theirmeatrawmaterialcanbe
tracedallthewaytothefarm.
AllmeatsoldundertheAtriabrandisdomesticallyproduced,
andeveryanimal'shomefarmisknown.Themeatissuppliedby
approximately6,000contractproducers.
Origin of meat raw material in
Atria Scandinavia's and Baltic's
products:
• InSweden,domesticoriginisguaranteedby
the'SvensktKött'('Swedishmeat')label.Atria
Scandinaviaiscommittedtousingdomesticmeatin
allofthe26Lönnebergaproducts.
• AtriaScandinaviahasalsoincreasedtheuseof
Swedishmeatinitsotherbrands.Ridderheimshas
dozensofproductsbearingalocalproducer'slogo.
OtherexamplesaretheOnsalaLindösalamiand
delicatessenhamproductIsterband.
• InEstonia,Atriausesaround6millionkilogramsof
porkeveryyear,95percentofwhichcomesfromits
ownpigfarms.Aminorproportionofthebeefusedby
AtriaBalticisimported.
Stakeholders

Safe Atria Quality
Atria has an extensive Safe Atria Quality programme, which covers product safety,
health, ease of use and environmental impact throughout the life cycle of products.
At the product development stage, new Atria products
are always subjected to investigations on potential health
and safety risks and key environmental impacts.
In practice, Safe Atria Quality means regular reviews
of raw material quality and safety aspects. The quality
of materials is controlled on the basis of information
submitted by material suppliers and research data.
Suppliers’ production is evaluated through audits where
necessary.
At the production stage, Safe Atria Quality means
continuous measurement, monitoring and development
to ensure safe working and manufacturing conditions.
For instance, airborne microbe and humidity levels
are constantly monitored and surface wipe samples
are collected to ensure cleanliness. Employee hygiene
practices are also controlled by means of daily
monitoring rounds.
Products and facilities are controlled for the
occurrence of pathogens. The results of the Safe Atria
Quality programme are also regularly monitored in
departmental meetings.
Comprehensive impact assessment for all products
Certification and approval by public authorities
ensures high quality
The Safe Atria Quality programme encompasses
regulator-approved self-monitoring plans covering
raw materials, production processes and delivery
chains. The plans are based on the Hazard Analysis
and Critical Control Point (HACCP) system.
Through authority approval and regular audits,
Atria ensures that the plans correspond to the latest
legislation and product safety standards, as well as to
the requirements of international trade.
Atria aims to continuously expand product safety
certification for its production plants. During the
reporting period, 80% of the production volume was
manufactured at a plant with ISO 22000 or similar
certification. At Atria Finland, certification will be
developed to cover the requirements of the FSSC
22000 standard.
SAFE FOOD

Targets and results in Safe Atria Quality work for year 2013 and targets for 2014
Target 2013 Results 2013 Targets 2014
Atria Group • ListeriapreventionbestpractisesimplementationinAtria
Groupthroughinternalaudits.
• Noproductwithdrawals. • TwowithdrawalsinAtriaFinlandduetoincorrectproducts
information.
• AtriaScandinaviahadtwoproductwithdrawalsduring2013in
Denmarkduetosafety.
• AtriaScandinaviahadtwoproductwithdrawalsduring2013in
Swedenduetoincorrectproductinformation.
• Noproductwithdrawals
Development projects by country
Atria Finland • Productself-evaluationmethodstoberevised. • Productself-evaluationmethodsfullyimplemented. • FSSC22000-certification.
• Implementationofthenewreactivesamplingsystem. • Thenewreactivesamplingsystemfullyimplemented. • Methodstobedefinedformanagingforeignbodies.
• Implementationofallergenriskchartingintointernalaudit. • Theallergenriskchartingintointernalauditsfully
implemented.
• Theallergenriskchartingintointernalaudits:Proceduresto
besetupandexplainedtoemployees.
• Methodstobedefinedformanagingforeignbodies. • Definingformanagingforeingbodiescontinues.
Atria Scandinavia • AtriaScandinaviatoacquireIFScertificationattheSkene
facility.
• IFScertificationattheSkenefacilityfullyimplemented. • TransitionfromIFScertificationtowardsFSSC22000inal
plantswithinAtriaScandinavia.
• Improvedpathogencontrol:revisedsamlingplanforlisteria
problem.
• Improvedpathogencontrolfullyimplemented. • Reducethenumberofconsumercomplaintswith10%
comparedto2013.
Atria Baltics • DevelopmentofISO22000:2005compliantfoodsafety
operations.
• DevelopmentofISO22000:2005compliantfoodsafety
operationscontinues.
• ContinuethedevelopmentofISO22000:2005compliantfood
safetyoperations
Socialresponsibility

Statutory self-monitoring
ensures safety
Atriahasadedicatedorganisationwhoseprincipaltaskisto
ensureproductsafetyandquality.Employeeshavebeentrained
intheirresponsibilityareasandinthespecialrequirementsof
thefoodindustry.SinceproductsmaybeexportedfromAtria’s
productionplantstoforeigncustomers,theymustfulfilseveral
countries’requirementsforexportproducts.
Statutoryself-monitoringiseffective,andAtriaensuresthe
functioningoftheinternalmonitoringsystemincooperationwith
supervisoryauthoritiesandpersonnel.
Duringthereportingperiod,nofinesorsignificantwarnings
wereissuedtoAtriabytheauthoritiesforbreachesoflegislation
regardingproductsorservices.
Atria Finland's quality
organisation revamped
AtriaFinland'squalityorganisation,whichis
responsibleforquality,productsafetyandcorporate
responsibility,wasgraduallytransformedinautumn
2013.Theorganisationistaskedwiththedevelopment
oftheSafeAtriaQualityprogrammethroughoutthe
productionchain.
Intheneworganisation,whichnowhasmore
expertisethanever,qualityandproductsafetyare
basedonAtriaFinland'sstrategy.Accordingtothe
strategy,Atriastrivestobecomealeadingcompanyin
responsiblefoodproduction.Thismeansthatproduct
safetyisnotcompromisedinanycircumstances.
BA Quality system Environmental system Plants affected
Atria Finland ISO/IEC 17025:2005
(Laboratory accreditation)
Nurmo, Kuopio, Kauhajoki
SFS-EN ISO 9001:2008 Nurmo, Forssa, Kuopio,
Kauhajoki, Karkkila, Seinäjoki
ISO 22000:2005 Nurmo, Karkkila, Forssa
SFS-EN ISO 14001:2004 Nurmo, Kuopio, Forssa, Kauhajoki,
Karkkila, Seinäjoki
Organic production in
compliance with Council
Regulation (EC) No 834/2007.
Kauhajoki, Nurmo
Atria Baltic ISO 22000:2005 Valga, Vastse-Kuuste
ISO/IEC 17025:2006
(Laboratory accreditation)
Valga
Atria Russia FSSC 22 000 Gorelovo
GOST R 51705.1-2001, European
Parliament and Commission Decree
(EC) No. 852/2004, 29 April 2004 on
food hygiene.
All production plants: St Petersburg
(Sinyavino, Gorelovo) and Moscow
Atria
Scandinavia
FSSC 22 000 Sköllersta, Tranås, Moheda, Borås,
Horsens, Malmö
IFS Falköping, Skene
The IKEA Way on
Purchasing Food (IWAY)
Borås, Falköping, Sköllersta
DS/EN ISO 9001:2008 Horsens
ISO 14001:2004 Sköllersta
Organic production in
compliance with Council
Regulation (EC) No 834/2007.
Tranås, Moheda, Borås
Organic production in accordance
with the KRAV regulations
Falköping
Atrian tuotantolaitosten laatu- ja ympäristöjärjestelmät
SAFE FOOD

Certification expanded
to subcontracting
Atriahassystematicallyexpandedproductsafetycertification
foritsoperations.By2015,allsubcontractorfacilities
manufacturingproductsforAtriaFinlandmusthavecertification
incompliancewithISO22000orasimilarproductsafety
standard.
ISO22000incorporatestheHACCPprinciples,internal
monitoring,goodproductionpracticesandkeyquality
managementprinciples.CertificationisproofofAtria's
proactiveattitudetofoodsafety.
Certification of Atria Russia's
meat products expanded
In2013,thecertificationofAtriaRussia’smainproductionplant
inGorelovoincompliancewiththeFSSC22000standardwas
expandedfromconveniencefoodproductiontoalloftheplant's
operations.
TheGorelovoproductionplantisAtriaRussia’smain
investment.Itsfirstphase,thelogisticscentre,started
operationsin2008,andtheproductionplantfollowedin2010.It
wastechnologicallyuptoparwiththelateststandardsfromthe
start,soacquiringtheFSSC(FoodSafetySystemCertification)
requirednoprocessrevamps.Nevertheless,operatingmodels
wererevisedduetocertification.
Management of infectious
animal diseases is part of
public health work
Ensuringsafefoodproductsforconsumersdependson
cleanandhigh-qualityrawmaterials.Themanagement
ofinfectiousanimaldiseasesinprimaryproductionis
thestartingpointforbuildingreliableproductsafety,
sincesomeinfectiousanimaldiseasesmayalsobe
transmittedfromanimaltohumansorfromhumanto
animals.Thesediseasesareknownaszoonoses.In
Finland,theoccurrenceofinfectiousanimaldiseasesis
verylowduetogoodpreventivepractices.
Zoonosessuchassalmonellaepidemics,which
causesignificantpublichealthriskseveninwestern
societies,areeffectivelysnuffedoutatFinnishfarms
wheneverdetected. Around80%ofallsalmonella
infectionscontractedbyFinnscomefromforeign
sources.Otherzoonoseswhichhavebeenfoundin
Finlandarecampylobacteriosis,listeriosis,yersiniosis
andEHECstrains.Thesituationisexcellentin
internationalcomparison–theoccurrenceofthese
diseasesisverylowinFinland.Otherseriouszoonoses,
suchasbovinetuberculosis,brucellosisorrabies,have
notbeenfoundinFinnishanimalsrecently.
Themostsignificantriskinthemanagementof
infectiousdiseasesinFinlandistheincreaseoffarm
sizewhichmayleadtoincreasingcontactswithaffected
animals.Proceduresatfarmsarebeingcritically
assessedandguidelinesarespecifiedandrevisedas
needarises.

Nutritional responsibility
Nutritional responsibility refers to the healthiness and nutritional value of raw materials
and processed products and the provision of sufﬁcient product information to support
consumer choices. Atria understands its responsibility for public health, and this
responsibility is an integral part of its R&D operations. The starting point for all product
development work is balancing consumer preferences and nutritional recommendations.
Atria Finland’s nutritional responsibility principles
• Atria brand only uses Finnish meat in its products.
• Meat protein (a powder made of dried meat) is not added to Atria products.
• Atria only uses GMO-free raw materials.
• Additives are used in line with Atria's responsibility principles.
• Atria complies with national recommendations on sodium content and avoids launching products
with a high sodium content.
• New Heart Symbol products are constantly launched for consumers and Food Service customers.
• Atria actively participates in research projects that increase nutritional awareness.
HEALTHY AND NUTRITIOUS FOOD

Business area Targets 2013 Results 2013 Targets 2014
Atria Finland • Elimination of yeast extract from
remaining products in 2013.
• In-house training on nutrition and
its effects on well-being.
• Participation in research projects
increasing nutritional awareness.
• Application of the EU’s food
information regulation to Atria’s
labelling in a clear and consumer-
friendly manner.
• Revision of the nutritional
information section on the Atria.fi
website.
• Yeast extract eliminated from all
Atria products.
• 26 new Heart Label products
launched.
• In-house training on nutrition and
allergies organised.
• Participation in the Seniori-Sapuska
nutritional survey.
• Changing of packaging information
progressing according to schedule.
• The nutritional information section
revised on the Atria Group website.
• Development of Atria's external and
internal nutrition communication.
• Further reduction of salt and
introduction of new Heart Label
products in all product groups.
• Participation in research projects
increasing nutritional awareness.
• Changing of packaging information
progressing according to schedule.
• Application of the EU’s food information
regulation to Atria’s labelling in a clear
and consumer-friendly manner.
Atria Scandinavia • Elimination of unnecessary
additives from products.
• Only additives required to guarantee
sensory quality and adequate shelf
life are used.
• Product testing of new alternative
products with low sodium content.
• Study conducted on the use
of additives and evaluation of
necessary additives.
• Development of recipes for new
products with low sodium content
started.
• Three new low sodium products
launched in the Danish market.
• Assessment of the necessity of
additives will continue, in order to
eliminate unnecessary additives.
• Development of products and recipes
for new products with low sodium
content will continue.
Atria Baltic • Expansion of the Jussi product
range.
• Development of products with low
sodium content and prioritisation of
natural additives in meat products.
• Six minced-meat products
containing local raw materials.
• Increasing the use of domestic raw
materials in products.
• Smaller package sizes for consumers.
• Reduction of the amount of salt in
products.
• Reduction of the use of soy in products.
Key targets and results in terms of Atria’s nutritional responsibility development
Quality Minced Beef
replaces Minced Beef Steak
Inthespring,theFinnishFoodSafetyAuthority,
Evira,raisedadiscussionaboutthenameMinced
MeatSteak.Evirafoundthenamemisleading,
sinceonlypartoftherawmaterialwassteak.As
aresult,Evirapublishedguidelinesfornaming
mincedmeat,explainingindetailwhatpartsofthe
carcassmaybeusedinmincedbeefsteak.
AtriaFinlandchangedthenamesofitsminced
beefsteakproductsbyEvira'sdeadline.The
productthatwaspreviouslycalledMincedBeef
SteakisnowsoldunderthenameQualityMinced
Beef10%.Thankstothenewname,theproduct
stillstandsoutfromstandardmincedmeat,
whosefatcontentissignificantlyhigher.
Inautumn2013,AtriaFinlandalsolaunched
GenuineMincedBeef,whichis100%steak.
FoodmanufacturedbyAtriaFinlanddoesnotcontaingenetically
modifiedrawmaterials.Thecompanyrequiresrawmaterial
supplierstoproducecertificatesoftheirproductsbeing
GMO-free.Thiscanalsobeverifiedbycheckingthepackaging
information.Ifgeneticallymodifiedorganismshavebeenusedin
aproduct,itmustbeindicatedonthepackaging.Thisisspecified
infoodsafetylegislation.
OftheanimalsprocuredbyAtriaformeatrawmaterial,
chickensandcattleonlyeatnon-GMfeed.Asforpigs,80per
centofthemarefednon-GMfeedproducedbyA-Rehu,anAtria
Groupcompany.Theremaining20percentarefedbothnon-GM
andGMsoy.
Pigsandpoultryneedadditionalprotein,andsoyisagood
sourceofprotein.Soyaccountsforaboutfivepercentofa
portionoffeedeatenbyapig,forexample.Cattlemostlyfeedon
grass,cereals,non-GMrapeseedorturniprapeandmineral
supplements.
GMsoyisusedinasmallproportionoffeedduetofactorsin
theglobalsoymarket.Morethan80percentofallsoyisalready
geneticallymodified,andacquiringnon-GMsoyisbecoming
moredifficultbytheday.
Atria products are free of GM raw materials

The new EU Regulation on the provision of food
information to consumers changes food labelling
requirements. The transitional period for labelling has
begun and, by December 2014, product information
provided on all food packaging must conform to the
new requirements. They will apply to Atria’s markets in
Finland, Scandinavia and the Baltic countries.
In 2013, Atria Finland continued to modify
packaging to reﬂect the new Regulation. The aim is to
change all product information during the transitional
period, by the end of 2014.
The changes were generally well received by
consumers, but some inquiries were made by consumers
and media. These concerned changes in labelling related
to the calculation of salt content.
Consumers found the salt content declared on
Atria's unseasoned products (0.1%) particularly
confusing. No salt has been added to the meat; the
salt content is due to naturally occurring sodium. The
placement of the amount of lactose below the nutrition
information table also caused some confusion among
consumers.
Origin of meat to be declared
Discussion also revolved around the indication of origin
for both fresh and cooked meat. In 2013, the European
Commission worked on legislative proposals for the
declaration of origin. Atria was actively involved in
the discussion and supported making this declaration
mandatory for meat.
In December 2013, rules were adopted on the
mandatory labelling of the origin of unprocessed
meat. Consequently, Atria Finland will also add a new
indication 'Alkuperä Suomi' ('Origin Finland') to its
packaging for pork, chicken and turkey by April 2015,
when the new rules come into force. In addition,
the declaration 'Valmistettu suomalaisesta lihasta'
('Produced from Finnish meat') will remain next to
the product name. Origin labelling for beef became
mandatory in 2002.
No decision was reached in 2013 regarding the
mandatory indication of origin for meat used as an
ingredient. However, a study completed on behalf of
the Commission showed that consumers found origin
labelling to be an important purchasing criterion.
The changed labelling requirements for unprocessed
meat also apply to Atria Baltic and Scandinavia.
In Sweden, domestic meat bears the 'Svenskt Kött'
(‘Swedish meat’) label, which can be found on all
of Atria Scandinavia’s Lönneberga cold cuts. Atria
Scandinavia is able to trace all the meat and other
ingredients in its products.
Atria advocates informative labelling
Old package New package
HEALTHY AND NUTRITIOUS FOOD

Atriaactivelymonitorslegislationandrecommendationsregar-
dingadditives.Whenlaunchingnewproducts,thecompanyalso
considersconsumerexpectationsinthisarea.Anexampleofthis
concernisthefactthatAtriaeliminatedmonosodiumglutamate
fromallofitsproductsin2012.
Atriaassessesthenecessityofadditivesbothintermsof
consumerhealthandproductsafety.Onlyimportantadditives
necessaryforproductsafetyandessentialproductcharacteris-
ticsareused,andonlyiftheyallhaveaprovensafetyrecord.
Nitrites,forinstance,areessentialforproductsafetyinmeat
products.
Necessaryadditivesareassessedonacase-by-casebasis.
Themostcommonpurposeofadditivesinproductsisensuring
productsafety,i.e.,improvingtheproduct’sshelflife.
Selection of additive-free and
phosphate-free products expanded
In2013,AtriaFinland'sselectionofadditive-freeproducts
expandedfurther.Fivenewadditive-freepoultryproductswere
introduced,andadditive-freeExtraLargeMincedMeatPatties
werealsolaunchedtocomplementExtraLargeMeatballs.
NewproductswerealsoaddedtotheKulinaariproduct
lineduringtheyear:eightnewkindsofcoldcutsandskinless
frankfurtersthatcontainnoaddedphosphate.Theseproducts
haveahighmeatcontentandrespondtooneconsumergroup's
Atria uses additives
responsibly
Design contest to find
ideas for kids'
nutrition games
AtriaFinlandlaunchedaHealthGamedesigncontest
foryoungpeopleinterestedinthegamingindustry,
tofindthebestideaforalearninggametargetedat
childrenaged9to12.
Thegamewasintendedtoencouragechildren
toadoptavarieddietandhelpthemunderstandthe
importanceofregularmealsfortheirwell-being.
Gamesprovideanaturalandinterestingenvironment
forchildrentoexplorevariousthemes,includingserious
onessuchasnutrition.
Atria'sdesigncontestgavegamingstudentsan
excellentopportunitytodemonstratetheirskillsina
real-lifeassignmentandexpandtheircontactnetworks.
Thestudentsalsoreceivedencouragingfeedback,
practicaltipsanddevelopmentideasfromprofessionals
ofvariousfieldsonhowtorefinetheirgameconcepts.
Twofinalistswereselectedfromamongthe
proposalsenteredinthecontest. Inthefinalround,
everyoneinFinlandhadtheopportunitytovoteonline
fortheirfavouriteideaforagame.Thewinnerwas
declaredinspring2014andreceivedanawardof
€2,500. Afterthecontest,agamewillbedevelopedon
thebasisofthewinningidea.
demandforphosphate-freeproducts.Nevertheless,alarge
proportionofconsumerscontinuestovaluethesucculenceof
meat,andphosphatesareanessentialingredientinthesetypes
ofproducts.
A-Rehu only uses
responsibly produced soy
A-RehuOy,anAtriaGroupcompany,istheonlycompanyin
Finlandthatuses100percentresponsiblyproducedsoyinits
products,asrecommendedbytheWWF.
Thestandardsfortheresponsibleproductionofsoytakeinto
considerationboththemostsignificantenvironmentalimpacts
andthesocialimpactoffarming.Responsiblyproducedsoy
reducestheenvironmentalimpactandguaranteesbetterrights
forfarmworkersandlocalinhabitants.
AccordingtoasurveyconductedbyWWFFinlandin2012,
companiesthatarepartoftheFinnishfoodchainarealready
awareofthesocialandenvironmentalproblemsassociatedwith
soyproduction.Asaparticularlypositiveexample,thesurvey
mentionedthatresponsiblesoyaccountedfor100percentofall
soyprocuredbyoneoperatorin2011.ThisoperatorwasA-Rehu.
Source:"Suuretyritykset,suurivastuu",asoysurveybyWWFFinland,2012

Product development and marketing constitute an
integrated function at Atria on both a strategic and
operational level. The importance of both is emphasised
in Atria's new strategy, 'Atria number 1'.
In line with its strategy, Atria focuses on
strengthening its own brands. New products and
successful marketing are the key to achieving this
objective. The aim is to substantially increase the share
of new products in terms of both net sales and EBIT.
Currently, they account for approximately ﬁve per cent
of net sales. A further goal of introducing new product
groups and products is to increase the size of the food
market as a whole.
Lots of new products
In 2013, Atria Finland launched a total of 160 new
products in the retail and Food Service markets. This
ﬁgure includes new packages and new product support
innovations.
Among the most successful launches were the Family
Farm additive-free poultry products, oriental microwave
products and numerous new products for the summer
barbecue season. These new products accounted for 10
per cent of total sales in Finland.
Atria Scandinavia launched 118 new products across
all product groups. Examples of successful launches were
the new Lithells cooking sausage concept and Sibylla
sausage and pork products. In Sweden and Denmark,
new products accounted for some 1.6 per cent of total
sales.
Atria Group’s research and development operations focus on researching consumer
behaviour and market data. The company also participates in applied research in
the areas of product and packaging technology and food science.
Investments in research and marketing
Atria Russia’s product portfolio increased by 44 new
products in 2013. New launches included cold cuts
products under the Pit-Product and CampoMos brands,
as well as seasonal Christmas products. These new
products accounted for 2.4 per cent of total sales.
Atria Baltic launched 66 new products. The
marinated Maks and Moorits grill products and the VK
Retro product family succeeded best. New products
accounted for 9.8 per cent of total sales.
Responsible marketing communications
Atria complies with the updated guidelines for
responsible food marketing communications, which
are based on the principles stated by the Confederation
of the Food and Drink Industries of the EU
(FoodDrinkEurope). They illustrate the common way
of thinking at the EU level and serve as a guideline for
voluntary self-regulation within companies.
The guidelines emphasise the truthfulness of
marketing communications, the promotion of a healthy
lifestyle, moderation, parental authority and the use
of communication methods that take into account
the level of media literacy among young audiences.
Marketing communications in this context mean all
paid marketing messages on television, in newspapers
and on the Internet.
% of net sales
Atria Group's research and
development investments
Qty % of net sales
Atria Finland 160 10.0
Atria Scandinavia 118 1.6
Atria Russia 44 2.4
Atria Baltic 66 9.8
AtriaGroup’snewproducts
RESEARCH AND DEVELOPMENT
11.8
12
10
8
6
4
2
0
1.2
1.0
0.8
0.6
0.4
0.2
0
09 10 11 12 13
EUR mill. % of net sales

There has been a buzz around food trends for over five
years but last year it seemed to quieten down somewhat.
Due to the deteriorating economic conditions – and
partially just due to fatigue – increasingly many people
are no longer interested in any extra classifications of
food and food trends. People want simple food that will
satisfy their needs.
Nevertheless, the heated debate about food in
recent years has also left a permanent mark on people's
attitudes and food knowledge.
Where does food come from?
As a result of many food scandals, people now have a
permanent interest in where food comes from, how it is
transported and what has been done to it before it ends
up on their plates. In other words, they want to know
the basic facts. This can be seen as a response to food
fraud committed by certain parties. Information on
the origin of food is required to ensure its safety, purity
and ethical production, as well as the distribution of
economic gains from production. Finnish food is valued
because it is openly produced and traceable.
What is in the food?
Another major requirement concerns nutritional
content. Following the discussion in recent years, most
people today know what carbohydrates and proteins
No more changing trends – people want simple food
are. They are also able to distinguish between good and
bad carbohydrates. All this means that 'nutritionally
balanced' food is held in great esteem.
According to preliminary information, Finns
have finally stopped gaining weight. Young men have
typically been the demographic group that is the least
interested in the nutritional content of food, but now
they too have begun to take an interest in nutritional
values. By getting enough protein, they aim to ensure
the growth of their muscles and, thereby, their 'social
success'.
It's got to be easy!
Despite the countless inspiring TV programmes related
to cooking and the resulting trend of 'better DIY
cooking', it is evident that people want the preparation
of everyday meals to be easier than ever. There is thus
a growing number of potential buyers for ready meals.
This is a challenge for both food manufacturers and
retailers. How to draw the attention of consumers
who currently never stop at convenience food shelves,
as a matter of principle, to solutions between new-
generation convenience food and raw materials?
Source:AtriaTrendSeminar2013/2014
Simple things are
global megatrends
Theworldaroundfoodisbecomingmorediverseat
thesamepaceascustomerbehaviouringeneralis
becomingmorefragmented. Atthebeginningof2014,
Datamonitorlistedeightnewfoodmegatrends.
• Healthandwell-being:Reflectedinthenutritional
contentoffood,inparticular.
• Seekingpleasure:Everyonceinawhile,eachofus
discardsall'foodrules'andonlyeatsforpleasure.
• Self-indulgenceandeliminationofuncertainty:
Peoplefindlifestressful,whichoftenforcesthemto
choosesimplesolutionswhenitcomestofood.
• Responsibilityandethics:Somewhereintheback
ofourminds,avoiceistellingustomaketheright
choicesforanimals,theenvironmentoreventhe
nationaleconomy.
• Individualism:Itisacceptabletoalsoexpressour
valuesandviewsthroughfoodchoices.
• Changingsociety:Thechangingpopulationstructure
inwesterncountrieswillalsoaffectthefoodbusiness.
• Alwaysonline:TherapidgrowthofmobileInternet
andtheincreasingpopularityofonlineshoppingwill
alsohaverepercussionsforgrocerystores.
• Easyandinexpensive:Savingtimeandmoneyare
neveroutoffashion.
Manyofthesemegatrendsarecontradictory,butsois
today'sconsumer.Peoplechangetheirfoodselection
criteriadependingonthetime,place,situationand
course,flexiblyandconstantly.
Sources:DatamonitorandAtriaTrendSeminar2013/2014

Animal welfare
Animal health and good output primarily depend on the professionalism of
producers, the right kind of animal material, good care of animals, systematic
feeding and sound management of conditions.
Reliable partnerships
By providing advice to contract farms, Atria shares
the task of monitoring and developing animal welfa-
re at farm level with producers. Atria has prepared pro-
duction handbooks on each production species to as-
sist producers; these handbooks provide clear guidance
on the breeding, feeding, living conditions and health
care of animals. Atria’s contract producers are requi-
red to comply with the instructions in the handbooks,
and their operations are monitored through veterina-
ry checks at intervals of 1–12 months, depending on the
type of farm.
Development led by veterinarians
At Atria, the promotion of animal welfare is managed by
Atria’s own expert veterinarians. Progress is measured by
agreed indicators. When important thresholds are excee-
ded, the farm in question is contacted and the issues de-
tected are corrected in cooperation with the producer
and the veterinarian in charge. Any observations, con-
tacts and measures regarding individual farms are recor-
ded in the customer information system. Repeated neg-
ligence can lead to the termination of the production
contract. Over the long term, animal welfare is promo-
ted within the framework of Atria’s development pro-
jects and in collaboration with research institutions and
operators in the sector.
HEALTHY AND WELL-KEPT ANIMALS

AtAtria,theassessmentandmeasurementofanimalwelfarereliesoncontinuousmonitoring
andanalysisofproduction,transferandchaininformation,slaughterhousedataandnational
healthmonitoringdata.
Internationallyapprovedandharmonisedanimalwelfareindicatorsarenotyetavailable.
GlobalReportingInitiativeguidelinesrequirethatorganisationsprocessingproductionanimals
reportthenumberofanimalspassingthroughaswellaspoliciesregardingmedicationand
physicalalterations.
Atriareportsontheprogressofanimalwelfarethroughitsowndevelopmentprojectsand
indicators.GRIindicatorsarereportedintheResponsibleMeatProductionmaterialontheAtria
websiteandintheGRIindexonpage49.
Measuring and reporting on animal welfare
Targets 2013 Key results in 2013 Targets 2014
AtriaSika (pigs)
• Researchwillcontinueintoalternative
options.Analysisoftheuncastratedmale
pigtrial.
• Continuedreductionoftail-biting.
• Reductionoffullandpartialslaughter
rejections.
• Researchcooperationtopromoteanimal
welfare.
• DevelopmentoftheSikavaqualitystan-
dardincross-sectorcollaboration.
• Anexperimenttorearuncastratedmalepigswasconductedandanalysedin2013.Its
resultswerepromising.Thevisualidentificationofboartaintintheslaughterlinestill
needstobedeveloped.
• Tail-bitingincreasedby0.1%comparedwiththepreviousyear(2012:2,5%,2013:2,6%).
Inthelongerterm,thetrendhasbeenfalling.
• Thevolumeoffull-carcassrejectionswasroughlyonaparwithpreviousyear'slevel.
Part-carcassrejectionsincreasedslightly,by0.1%.Thefarmsinquestionhavebeen
contactedandindividualsuppliercontractshavebeenterminated.
• Researchcollaborationcontinuedonanimalwelfaredevelopment(includingpigs'
respiratoryinfections,sowresiliencyinproduction,WelfareQuality).
• TheFinnishFoodSafetyAuthorityEviraapprovedSikava'snormasthenationalquality
standard.
• Inseekingalternativestopigcastration,internationaldiscussionandresearch
resultsarebeingmonitored.
• Effortstoreducetheoccurrenceoftail-bitingcontinue.Effortsareincreasedto
guideproducersonarrangingstimulationforpiglets.
• Reductionoffullandpartialslaughterrejectionswillcontinue.In2014development
actionswillsteerattentiontosilageandrearingconditions.Theaimisaconsistent
qualityofpork.
• Researchcooperationtopromoteanimalwelfarewillcontinue.
• AuditingandcertificationoftheLaatuvastuuqualitystandard.
AtriaNauta (bovine)
• Developmentofcattlehealththroughthe
nationalcattlehealthdatabase(Naseva)
willcontinue.Mainfocusondeveloping
summaryreporting.
• Informationsystemrevisionstodevelop
internalqualityreporting.
welfare.
• TheNasevahealthcareworkhasmadeprogress,butthetargetshavenotyetbeenattained
infullandsodevelopmentcontinues.
• Theanimalwelfareindicatorwasprogrammedtoautomaticallyfetchdatafromthe
HankiTiltuaccountinghistorydatabase.
• Inresearchcooperation,theKESTOprojectandthedoctoralworkon”Theimpactofcattle
welfareonprofitabilityinmeatproduction”haveprogressed,butarestillongoing.Coopera-
tionwasconductedwiththeWorkEfficiencyInstitute(TTS)tofindprofitablelittermaterials
thatenhanceanimalwelfare.
• Agreeingonanationalcourseofactionforthecattlechainwiththesector.TheAs-
sociationforAnimalDiseasePrevention(ETT)coordinatestheproject.Atriahasplayed
theroleofakeyinitiatorinpromotingthematter.
• ChangingNaseva'sdatabaseandserverplatform
• Internaldevelopmentworktoreducerespiratoryinfectionsincalfrearingfacilities
jointlywiththefacilitiesandanimalhaulagestaff.Possibilitiesforrestrictingthefacili-
ties'outgoingcattleroomsareinvestigated.
• Mykoplasmabovisresearchprojectjointlywiththeentiresector.TheUniversityof
Helsinkicoordinatestheproject.
• CompletionoftheKESTOproject.
• Round-upofresultsoftheQBA(Qualitativebehaviorassessment)project.Theproject
includesvisualassessmentofanimalbehaviour.
• Completionofthe"Impactofcattlewelfareonprofitabilityinmeatproduction"doctoral
thesisproject.
AtriaSiipi (poultry)
• Commissioningoftherenovatedbroiler
hatchery.
welfare.
• Thecommissioningofthebroilerhatcherysucceededasplanned.
• Insteadofseparateanimalwelfareprojects,themainfocuswasoncontinuousimprove-
mentofoperations.
• Commissioningofanewfeedplant.
• IntegrationoftheSahalahtichickenslaughterhouseintotheAtriaWayofWork.
Atria Finland's key animal welfare development projects and results achieved in 2013

Giving pigs a good life
Vihti-basedpigfarmerJariOllikkala'sphilosophyisthatif
animalsarenotfeelingwell,theycannotprovidealivingfor
thefarmer.Thatiswhyitisessentialtotakegoodcareofthem.
–It'sabitlikedrivingacabforalivingandneverhave
itserviced.Youcan'tpromisetotakethecustomertohis
destination,asyourcarcanbreakdownanytime,Ollikkala
reflects.
OllikkalarearssowsforAtria.Thefarmwouldprobablybe
moreprofitableifitwerealsoafatteningfarm,butOllikkalahas
decidedtoonlykeepsows.Thismeansthereismoreroomfor
thesows.
Inautumn2013,anopendaywasheldattheOllikkalafarm
forthesecondtime.Abus-loadofconsumersgottoseewhatan
ordinarydayatthepigfarmislike.Consumerswereinterested
inhowfaranimalstravel,organicproduction,traceability,what
motivatestheproducertowork,andhowanimalsarefed.
Ollikkalathinksitisimportantthatregularconsumerssee
whatthelivingconditionsofFinnishpigsarelike.Thisenables
themtoknowwheretheirfoodcomesfrom,unlikewithforeign
meat.Afamiliarnameonthepackagingdoesnotnecessarily
guaranteedomesticorigin,sincemanyFinnishbrandsprocure
theirmeatfromoverseas.
Atriahasaimedtoshowconsumerswhatporkproductionis
reallylikeinFinland.Tothisend,ithasorganisedopendaysatits
contractproductionfarms–thefirstonestookplacein2012.
Atriaprocuresmorethan40percentofallFinnishpork,and
itscontractsuppliers–Ollikkalaamongthem–arecommitted
toresponsibleproductionmethods.AllmeatsoldundertheAtria
brandisdomesticallyproduced.
Respectfortheanimalsensureshighquality,butitdoesnot
guaranteealivingforthefarmer.Consumerswillonly
understandthevalueofFinnishmeatiftheyaretoldabout
itsoriginopenly,activelyandhonestly.
Most of the meat in business
areas is of domestic origin
Atriausesapproximately300millionkilogramsofmeatraw
materialinproductionperyear.Thisisalargeamountevenona
globalscale.Theprocurementmethodsandoriginofmeatraw
materialvaryfromonebusinessareatoanother.
AtriaFinlandbuysvirtuallyallpork,beefandpoultryitneeds
fromFinnishfarms.AllofthemeatusedinAtria-branded
productgroupscomesfromFinnishproducers.Thecontract
producerchaincontainssome600pigfarms,5,500cattlefarms
and90poultryfarms.
AtriaScandinaviaacquiresalmost50percentofitsmeat
rawmaterialfromSwedishslaughterhousesandcuttingplants.
ProcurementfromotherEUcountrieshasincreased.Atriadoes
nothaveameatchainofitsowninSwedenorDenmark.
AtriaRussia’smeatrawmaterialsmostlycomefromthe
globalmarket,SouthandNorthAmericaandtheEU,including
Finland.Inautumn2013,Atriadecidedtodiscontinueprimary
porkproductioninRussiaandclosedowntheCampofarm
farmintheMoscowregion.Atriaalsosolditsshareinpiggery
companyDan-Invest.
InEstonia,Atria’smeatchainstartsfromcompany-owned
pigfarms.Atriaisthesecondlargestporkproducerinthe
country.Itspigfarmsproducenearlyenoughporktomeet
Atria’slocaldemand.
Ollikkala farm
• Aloosehousingsystemforsome300pigs.Thefarm
mainlyhousessows,ingroupsofabout40.
• Eachsowhas2.5littersperyear,onaverage.
• Afterfertilisation,sowsaretakentosatellitefarms
forfarrowing.Oncethepigletshavebeenweaned,
thesowsreturn.
• Thefarmfertilisesitssowsincollaborationwithtwo
otherfarmsandisamemberofItikkaCo-operative.
» Towatchavideo,visittheAtriaGroupwebsite:
http://www.atriagroup.com/media/Sivut/default.
aspx#/news/atria-kutsui-kuluttajia-tutustumaan-
sikatilan-arkeen-ollikkalan-tilalle-vihtiin-katso-
video-70491
HEALTHY AND WELL-KEPT ANIMALS

KESTO project promotes
calf health
AtriaFinlandisinvolvedintheKESTOprojectlaunched
in2013,whichpromotescalfhealthanddairycow
longevityandiscoordinatedbyMTTAgrifoodResearch
FinlandandSavoniaUniversityofAppliedSciences.
Atria'sroleistoinvestigatetheimpactofgroupsize
ontheoccurrenceofrespiratoryinfectionsinlarge
calf-rearingfacilities.Inthefacilityunderinspection,
oneofthetwopensfor80newlyarrivedcalveshasbeen
furtherdividedintofourpensof10calves.Allcalvesare
examinedwhentheyarrive,mid-waythroughfeeding
andattheendoffeeding.Bloodsamplesaretakenfrom
thecalvestodeterminewhetherantibodiesandinflam-
matorymediatorsarepresent.Thetimesrequiredfor
calfcareinthedifferentpensarerecorded.Atotalofsix
batchesofcalvesareexamined.
Attheendof2013,thetrialwasatahalfwaypoint.
Theoverallresultswillbeanalysedoncetheresultsfor
allrearingbatchesarereadyin2014.Theywillbeused
toevaluatetheimpactofareducedgroupsizeoncalf-
rearingresultsandanimalhealth.
End to castration by 2016
project moving ahead
InFinland,allmalepigsarecastratedwhenlessthanoneweek
oldtopreventboartaint.ThisisthedominantpracticealloverEu-
rope.AtriaSikarequiresthatallitsproducerfarmsuseanalgesia
incastration,anditsadministrationismonitoredbycheckingthe
pharmaceuticalrecordskeptbyfarms.Inadditiontomakingpro-
ductionmoreethical,thisalsoleadstobetterbreedingresults.
Thelong-termobjectiveistoabandoncastrationintheAtria
pigchainby2016.Thisisanextremelyambitiousgoal.In2013,a
rearingtrialofmalepigswascompletedundernormalproduc-
tionconditionsforfatteningpigs.Therearingwentwellandthe
resultswerepromising.In2013,Atriaalsodevelopedanewmet-
hodforsensorydetectionofboartaintintheslaughteringline,
butitmustbefurtherworkedonbeforeitcanbeimplemented.
AtriaSikaactivelyfollowsinternationalresearchanddeve-
lopmentaimedateliminatingcastration.InEurope,thefocusis
currentlyonbreedingsolutionsandsensorydetectionofboar
taint.
Atriaalsoengagesinbreedingcooperationwiththemost
importantpartiesinthisfield.Thecompanyiscurrentlylooking
intotheneedforandimplementationofanewtrialofmalepig
rearingandslaughterlinedetection.
Increased transparency
in pork production chain
EviragrantedtheFinnishpighealthclassificationregister,Sikava,
thestatusofanationalqualitystandardin2013.Thenational
qualitystandardwillbecalledLaatuvastuuorLaatuvastuuluomu
(organic),dependingonthemeatproductionmethod.
TheLaatuvastuuqualitystandardsignificantlyexceedsthe
statutoryrequirementsforproductsafetyandanimalhealth.
FromMay2014onwards,consumerscancheckthelabelon
consumergoodstochoosethetypeofproductionmethodusedin
rearingthepigsthatprovidetheporktheybuy.
AtriaFinland'saimisthat100%ofpigscominginforslaughter
meettheLaatuvastuucriteria.Thequalitymanagementsystemof
aplantcoversallproductionstagesfollowingprimaryproduction,
makingtheentireproductionchaintransparent
Thenationalqualitystandardarosefromsustained
cooperationbetweenthesectorandtheAssociationforAnimal
DiseasePrevention(ETT).Atriahasactivelyengagedinthis
cooperation.Theaimoftheworkhasbeentogaintransparency
forporkproductionandtheentiremeatproductionchain.
Theinformationcampaignonthenationalqualitystandardis
beingadministeredbyLihatiedotusry(theMeatInformation
Association).

Well-being and competence at the core of development
Competence, fairness
and transparency
At Atria, social responsibility with regard to people covers employee well-being, competence
development, fair pay, product safety, consumer protection, marketing communications and
product labels. Social responsibility also involves open dialogue with stakeholders and
the Atria Way of Work.
EMPLOYEE WELL-BEING
Developing the competence and well-being of our
personnel is at the core of Atria’s social responsibility.
The quality of Atria’s operations and products and the
achievement of our growth and proﬁtability targets rely
on these factors.
In 2013, the key focus of Atria’s HR work was
on cascading the Atria Way of Work throughout the
Group. Several strategy-driven personnel development
and training programmes were also implemented in all
business areas.
Strengthening and harmonising the Talent
Management process as an executive, middle
management and administrative tool was also a key area
of focus.

Achievements in 2013 and goals for 2014 of the HR function
Business area Key results in 2013 Targets 2014
Atria Group • AsharedAtriaWayofWorkprocesscascadedthroughouttheGroup.
• IncreaseofGroup-levelinternalrecruitment.
• StrengtheningandharmonisingoftheTalentManagementprocess.
• AtriaMeatTechnologySeminarwasconducted.
• Developmentofemployerimageandharmonisedrecruitmentpolicy.
• Completionofapersonnelsurvey.
• Country-specificreinforcementofsegmentsoftheTalentManagementprocess.
• Healthandsafetyatwork:developmentofcommensurateindicators.
• Developmentofharmonisedleadershippractice.
• Developmentofperformancemanagement.
Atria Finland • Atria'sinternalrecruitmentandmobilityhasincreasedamongbothwhite-collarandblue-
collaremployees.
• Thecapabilityleadershipprocessisbeingprofitablyapplied:theretirementagehasrisen,
employeesatisfactionsurveyresultsareverygoodcomparedwithreferencegroups.
• ImplementationoftheSiriuscapabilitymonitoringsoftwaretosupportmanagerialwork.
• Developmentofemployerimage: structures,responsibilityareasclarified.
• DevelopmentoftheTalentManagementproces.
• Planningofinformationsystemdevelopmentsupportingpersonnelprocesses.
• Developmentofemployerimage:clarificationofcommunicationandtargetgroupsand
productionofsupportingmaterials.
• Instillinghealthandsafetyatworkpracticesaspartofthemanagementsystem.
• AtriapersonnelpracticesattheSahalahtiandJyväskyläplants.
Atria Scandinavia • BuiltastrongAtriacultureandsharethesamevalueswithinthecompany.
• TalentManagementprocessimplementation.
• LEANproductioncoordination.
• Introductiontothemeattechnology.
• Personalevaluation:yearlyevaluationofwhite-collarworkersandblue-collar.
• Brandmanagementtraining
Atria Russia • Performance-basedbonussystemwasintroduced.
• Non-materialmotivationdeveloped.
• WayofWorkdevelopmentandcommunication.
• Effectiveorganizationalstructure:optimizationprojectfulfilled.
• WayofWorkinaction:HRprocessesandprofilesadjustedaccordingly.
• Employerbranddevelopment.
• OverallClimateSurvey.
• Communication/cooperationimprovement.
• TalentManagementprocess.
Atria Baltic • Improvedcooperationandinternalcommunicationthroughcommonquarterlymeetings.
• Improvedworkenvironment.
• EmployeecommitmentandcooperationsupportedbydifferentHRactivities.
• Continuoustraininganddevelopmentofprofession-related/occupationalskillsandknowledge
formeetingproductioncapacityandqualityneedsandtargets.
• Moreemphasesin2014todevelopmentofmanagerialskillsforthoseinchargeofpeopleand
processesmanagement.
• Reducingtheamountofoccupationalaccidents.
• Increasingawarenessofsafetymeasuresandusageofsafetyarrangementsatwork.
• Goingovertonewsalaryandworktimecalculationsoftware.

Transformation
from within
Lastyear,AtriaGroup’semployeesgottogethertodefinethe
Group’swayofworkandvalues.Atriaisfacedwithmanynew
expectationsanddemandsfromseveralstakeholdergroups:
customers,shareholders,consumers,theauthorities.Transfor-
mationisessential,sinceoldwaysofworkmaynolongerhelp
thecompanyremaincompetitive.
TheWayofWork(WoW)discussionsconductedinvarious
countriesofoperationwereagreatsuccess.Some75percent
ofAtriaemployeesinFinland,Sweden,DenmarkandEstonia
wantedtohavetheirsayonthesharedwaysofwork.Atria
Russiahadalreadyheldvaluediscussionspreviously,soRussian
employeesdidnotparticipateinthisroundofdiscussion.
WoWagentsindifferentcountriesledthecascadingdown
ofvaluesby,forexample,managingdiscussionsonthemost
importantoperatingprinciplesineachbusinessarea.Although
theGroup'svaluesarethesameinallbusinessareas,individual
differencesexistinwhatisemphasisedandhowthevaluesare
worded.
InadditiontothefieldworkperformedbyWoWagents,the
AtriaWayofWorkhasbeencommunicatedthroughoutthe
organisationbymeansofdiscussionsorganisedbysupervisors
aswellasgameplayingeventsheldinSweden.
Atria Way of Work:
• Wefocusonconsumersandcustomers
• Wearehungryforsuccess
• Wedeliverquality
• Weenjoyourwork
State-of-the-art training for
consistent meat technology
Atria’spositionasaleadingsupplierofmeatproductsrequires
top-levelexpertiseinvariousfields.Internationalexpertisein
meattechnologyhasbeenintensifiedthroughthecompany’s
owngraduatetrainingseminar.
TheAtriaMeatTechnologySeminararosefromaneedto
improveandharmonisein-Groupexpertiseonmeat,technology
andprocesses.Italsoaimstotransfertheknow-howofAtria’s
olderexpertstotheyoungergenerationsandenablethecompa-
nytostayattheforefrontoftechnologicaldevelopment.Thefirst
AMTStrainingcoursewasheldin2010–2011.Thetrainingledto
concretedevelopmentinbusinessareas,enabledAtria’smeat
expertstobuildnetworksandimprovedAtriaGroup’sunified
practicesinthemeatsector.
Duetotheseachievementsandtheencouragingfeedback
providedbyparticipants,asecondAtriaMeatTechnology
Seminarwasheldin2013.Itconsistedoffourmodulesorganised
inFinland,Sweden,DenmarkandSpain.Theseminarwas
attendedbysometwentyAtriaemployeesfromvariousbusiness
areas.
Quality and professional pride
InFinland,qualitywasclearlythenumberonesubject
indiscussionsontheAtriaWayofWork.Asaresult,a
projectcalledHigh-QualityAtriawaslaunched.Indis-
cussionsconductedinAtriaScandinavia,theprinciple
'Weareproudofourwork'('Viärstoltaövervårtarbete')
wasthemostpopular.Inadditiontoprofessionalpride,
thisprincipleincorporatesjobsatisfactionandthejoy
ofwork,alongwiththesenseofsolidarity,whichhavea
greatsignificanceinAtriaScandinavia.
EMPLOYEE WELL-BEING
AtriaGroup'semployeesgottogethertodefinetheGroup'sWayof
Workandvalues. AtriaFinland'sembloyees:SariHaapaniemi
(infront),SusannaKankaanpää,HeliAbyjaMinnaMänty.

Atria employs hundreds
of seasonal workers
Everyyear,AtriaFinlandoffersseasonalworkforaround700
individualsatitsSeinäjoki,Nurmo,Kauhajoki,Forssa,Jyväskylä
andSahalahtiplants.Atriaisthemostdesiredemployerinits
areaofoperation.Themostsuitableemployeesareselected
fromamongthousandsofapplicants,andthemajorityofthem
areemployedattheNurmoproductionplant.
Workinthefoodindustryisseasonal,startinginlatespring
formostoftheworkers.
Atria Finland'semployees:VirpiSaari(belowonthe left),HennaSalo,AnneMännistö(topontheleft),PaulaLoponen,VirpiGranholmand
KirsiKallioniemi.
AtriaFinland'semployees:VilleKoukkari,JoniJouppiand
Taina-MariaKnuuttila. (Notaccordingtotheofﬁcialdressing
code.)

In2009,AtriaFinlandlaunchedanextensiveEarlyCaringproject
andtheresultsarenowvisibleonmanyfronts.
–ThelatestretirementstatisticsforAtria'semployeesare
veryencouraging.Theyshowthatweretire2.3yearslaterthan
otherFinnsonaverage,saysTapioPalolahti,VicePresidentof
HumanResourcesatAtriaFinland.
Atria'sEarlyCaringmeasureshavehadavarietyofpositive
effectsonemployeewell-being,andtheyhavealsogenerated
clearbusinessbenefits.
–Withregardtosenioremployees,wehavefocusedoneach
employee'sworkcapacityandcopingatwork.Togetherwiththe
employees,weseeksolutionstohelpthemstayatworklonger,
Palolahtisays.
Therehasbeenasignificantreductionindisability
retirement.Inaddition,theinvestmentsinindustrialsafety,
trainingandtheOHSsystemhavealreadypaidoffintheformof
decreasedexpensesrelatedtosicknessabsence.Theresultsof
employeewell-beingandpersonnelsurveysalsoshowthatAtria
employeesfeeltheirworkcapacityandefficiencyhaveimproved.
Accordingtostatisticspublishedinthesummerbythe
FinnishCentreforPensions,theaverageretirementagefor
Finnsis60.9years.Inmid-2013,theaverageretirementagefor
Atriaemployeeswas63.2years,upfrom60.5yearsin2009.
Strong corporate culture supports long careers
AtriaFinland'semployees:TuijaKatajamä-
ki(infrontontheleft),EevaKeltto,Maija
Pohjola,MarjaMäkinen(upintheleft),Kati
Pessinen,RailiPeljoandMaijaHirviniemi.
EMPLOYEE WELL-BEING
Atria Finland 2,146
Atria Scandinavia 1,050
Atria Russia 1,151
Atria Baltic 322
Average number
of personnel
Average number
of personnel
2,500
2,000
1,500
1,000
500
0
2013
2012
AtriaFinland
AtriaScandinavia
AtriaRussia
AtriaBaltic
Proportion of
women to men, %
100
80
60
40
20
0
2012
Women
Men
2013
Women
Men
AtriaFinland
AtriaScandinavia
AtriaRussia
AtriaBaltic

Sickness absences
% of regular working time
25
20
15
10
5
0
2013
2012
AtriaFinland
AtriaScandinavia
AtriaRussia
AtriaBaltic
Age structure in Atria Group*
person
Atria Finland Atria Scandinavia Atria Russia Atria Baltic *Personnel situation on 31 December 2013
*Personnel situation on 31 December 2013
under20
20–24
25–29
30–34
35–39
40–44
45–49
50–54
55–59
60–64
over65
400
300
200
100
0
Service structure*
under1year
1–5years
6–10years
11–15years
16–20years
21–25years
26–30years
31–35years
36–40years
over40years
person
1,000
800
600
400
200
0
Atria Finland Atria Scandinavia Atria Russia Atria Baltic
Training days 2013
2013
2012
AtriaFinland
AtriaScandinavia
AtriaRussia
AtriaBaltic
6
5
4
3
2
1
0

The key environmental aspects that Atria can influence
through its operations are energy and water consumpti-
on, wastewater load and waste prevention.
Transport and primary production have a signifi-
cant indirect impact on the environment. The company
therefore encourages primary production operators to
adopt eco-efficient methods and commit to the condi-
tions of the EU's environmental subsidies. In transport,
Atria monitors fuel consumption and the European
emission standards for vehicles, which indicate the level
of hazardous emissions released by the engine.
Environmental management at Atria is based on en-
Stakeholders involved in environmental efforts
Environmental responsibility
at three levels
The well-being of the environment is essential to the operations of Atria and the food industry
as a whole. Atria Group’s environmental responsibility is built around three main elements:
• Takingtheenvironmentintoconsiderationatalloperationallevels
• Identifyingtheindirectenvironmentalimpactofvariousstagesoftheoperatingchain
• Reducingthedirectenvironmentalimpactofoperations
vironmental legislation and meeting of stakeholder ex-
pectations. The management tool used at Atria Finland
and in parts of Atria Scandinavia is an environmen-
tal management system certified in compliance with the
ISO 14001 standard.
In other business areas, the company strives to achie-
ve a corresponding level of environmental management.
Environmental solutions are developed in collaboration
with local environmental groups and through networ-
king with the best experts in the area. In Finland, Atria
has a representative on the Environmental Committee
of the Finnish Food and Drink Industries’ Federation.
HEALTHY ENVIRONMENT

Key results and targets in environmental responsibility
Targets 2013 Results 2013 Targets 2014
• Managingdirectenvironmentalimpacts.
• Identifyingandmanagingenvironmental
impactsthroughouttheproductionchain.
• Energyconsumptionfellby3%.
• Atotalof98%ofby-productsuselessfor
Atria'scorebusinesswerechannelledto
reuse.
• Noincidentsofenvironmentaldamage
orenvironmentalnegligenceleadingto
significantfinesorreprimandsoccurredat
Atria’sproductionplants.
• Managingdirectenvironmentalimpacts.
• Identifyingenvironmentalimpacts
throughouttheproductionchainand
promotingeco-efficiency.
Food waste
can be prevented
Reducingfoodwastehasbecomeakeyenvironmental
responsibilitychallengeinthefoodproductionchain.Recent
researchshowsthatFinnishhouseholdswasteanaverage
of23 kilogramsoffoodayearperperson.Allinall,the
averagehouseholdthrowsawayfoodataratethatamounts
to80eurosperpersonperyear.Singlehouseholdswasteon
averagefoodworth100euros.Forcouplesthisfigureis140
eurosandfamilieswithchildrenwastefoodworth270euros.
Themajorityofdiscardedfoodconsistsofpotatoes,
vegetables,fruit,berriesandbread.Themainreasonforan
itemgoingtowasteisthatitgoesoff,thatits"bestbefore"
datepassesorthatpeoplecookmorethantheycaneat.
Basedonthereasonsleadingtowaste,itcanbeseen
thatsomeofitcouldbepreventedbyachangeofpractices.
Suchactionsasbetterplanningofgroceryshoppingand
includingleftoversinmealscanhelptoreducehousehold
foodwaste.Buyingtherightpackagesize,avoidingoversized
packagesandreviewingpackaginglabelswhilebuying
itemscanalsohelptoreducewaste.
Thedesignoffoodpackages,infact,playsacrucial
roleinreducinghouseholdfoodwaste.Thepackageisan
essentialpartofeachfooditem–itservestoprotectthe
producttoensureitwillkeepuntilitreachestheconsumer.
Ifthepackagefailsinthisfunction,theresultisfoodwaste
andunnecessaryenvironmentalimpacts,astheimpactsof
foodproductionwillhavearisenfornothing.
Source:FinalreportoftheEcopaf2011–2013project,
MTTAgrifoodResearchFinland
Good packaging
reduces waste
Atriachoosesitspackagingsolutionsusingthe
followingmaincriteria,whichareaimedatwaste
prevention:
• Theprimaryfunctionofpackagingistoprotectthe
productandinformtheconsumeroftheproduct's
characteristics,therebypreventingfoodwaste.
• Materialefficiencyisalsoimportant.Atriaalways
strivestofindasolutionthatistechnicallyand
economicallythebestandrequiresaslittlepackaging
materialaspossible,withoutcompromisingthe
primaryfunctionofpackaging.
• Thethirdmostimportantfactorisfindingpackaging
materialsthatareenvironmentally-friendly.Allof
Atria'spackagingmaterialscanbeeitherrecycledor
reusedinenergyproduction.
Atria´snewgenerationpackagingisbetterforretainingthe
flavoursofcoldcuts,andisalsoeasiertoopenandcloseproperly.
Theflavoursofcoldcutsnowlastlonger,whichalsohelpsreduce
householdfoodwaste.
Environmentalresponsibility

Use of materials
The use of materials refers to the total volume of
packaging materials used in Atria's products. In
compliance with the EU Packaging Directive, Atria
notifies the authorities of the amounts of packaging
material placed on the market and pays recycling and
reuse charges accordingly. In Russia the corresponding
information is not collected.
Energy consumption
In the food industry, energy is needed for heating
and cooling premises, production-related heating and
cooling processes and for maintaining material flows
and the cold chain. Total energy consumption and
consumption per kilograms produced decreased by three
per cent during the review period.
Water consumption
The food industry uses large volumes of water, partly
to uphold production hygiene. In addition to frequent
washing of premises, clean water is also needed as a
processing aid, for instance in product cooling. Total in-
Group water consumption grew by five per cent.
Atria strives to minimise the environmental impact
of groundwater consumption in cooperation with local
utilities by increasing the use of surface water when
needed and levelling off consumption peaks using a
variety of technical solutions.
Wastewater
The volume of wastewater generated by Atria
corresponds to its water consumption. At the larger
production sites, Atria pre-treats its effluents before
flushing them into the municipal sewage network.
Plant-specific environmental permits determine the
target values for wastewater channelled to the local
Environmental responsibility in Atria Group
treatment facility. The plants carefully monitor
compliance with the target values.
As BOD7 values are not measured in the
Atria Scandinavia business area, its load has been
estimated on the basis of the load generated by a
similar facility.
Greenhouse gas emissions
All business areas monitor the volume of greenhouse
gas emissions generated in their own heat
production. The Atria Scandinavia business area also
monitors the greenhouse gas emissions from indirect
energy consumption using computational models.
Food production waste and by-products
The by-products of food production are carefully
utilised. A total of 98% of by-products useless
for Atria's core business are channelled to reuse.
The destination of by-products mostly depends
on the market price of raw materials and local
infrastructure.
Waste prevention during a product's life cycle
is greatly influenced by the choice of packaging.
The environmental impact of food packaging is
significantly smaller than the emissions caused by
the production and consumption of the food itself.*
*Source:MTTFutupackEKO2012
Materials used for
packaking purposes, t
12,000
10,000
8,000
6,000
4,000
2,000
0
Direct energy consumption
by primary energy source, GJ
800,000
700,000
600,000
500,000
400,000
300,000
200,000
100,000
0
Newable sources
Slowly newable sources
Non renewable sources
Direct energy
consumption, GJ
1,800,000
1,600,000
1,400,000
1,200,000
1,000,000
800,000
600,000
400,000
200,000
0
10 11 12 13
Atria Finland
Atria Scandinavia
Atria Russia
Atria Baltic
11 12 13
Atria Finland
Atria Scandinavia
Atria Baltic
10 11 12 13
HEALTHY ENVIRONMENT

Water consumption by
main source, m3
3,500,000
3,000,000
2,500,000
2,000,000
1,500,000
1,000,000
500,000
0
10 11 12 13
Ground water
Surface water
Water discharge, m3
3,000,000
2,500,000
2,000,000
1,500,000
1,000,000
500,000
0
Atria Finland
Atria Scandinavia
Atria Russia
Atria Baltic
BOD7 emission total, t
2,000
1,800
1,600
1,400
1,200
1,000
800
600
400
200
0
10 11 12 13
Atria Finland
Atria Scandinavia
Atria Russia
Atria Baltic
Greenhouse gas
emissions, CO2, t
80,000
70,000
60,000
50,000
40,000
30,000
20,000
10,000
0
10 11 12 1310 11 12 13
Atria Finland
Atria Scandinavia
Atria Russia
Atria Baltic
Total weight of waste by type
and disposal method, t
Hazardous waste
Other
Slaughter waste
Landﬁll
Incineration (or use as fuel)
Recovery
Recycling
Reuse
Composting
160,000
140,000
120,000
100,000
80,000
60,000
40,000
20,000
0
10 11 12 13
Indirect energy consumption
by primary source, GJ
1,200,000
1,000,000
800,000
600,000
400,000
200,000
0
10 11 12 13
Newable
Non renewable
Wastewater treatment, %
2013
Pre-primary water
treatment on site
Municipal water
treatment facility
Water consumption, m3
3,500,000
3,000,000
2,500,000
2,000,000
1,500,000
1,000,000
500000
0
10 11 12 13
Atria Finland
Atria Scandinavia
Atria Russia
Atria Baltic

Atria Finland’s environmental management is handled
by a steering group that works under the Management
Team and is in charge of the planning and monitoring
of environmental management. The steering group has
representatives from production, product and packaging
development and support functions. The composition
of the group ensures that management encompasses all
Environmental resposibility in Atria Finland
of the areas in which Atria can control its environmental
impact.
The group addresses changes in legislation and
stakeholder groups, analyses the results achieved in the
previous year, discusses required investments and sets
targets for the upcoming period.
Materials are
utilised to the full
ThemainstreamofmaterialsenteringtheAtriaFinland
productionmachineryconsistsofslaughteredanimals,other
ingredientsandpackagingmaterials.Thecompanyusesall
incomingmaterialsasefﬁcientlyaspossible,primarilyby
producinggoodsdirectlyfortheconsumer,wholesaleand
industrialmarkets.
Basedonitsagro-ecologicaloperatingmodel,Atriareturns
outgoingby-productstothefoodchainbysendingrecycled
nutrientstobereusedasingredientsofanimalfeed,fat,fertilizer
orasenergy.Onlyafractionoftheby-productscannotbeutilised
inanyoftheseways,evenasenergy–thoseremainingmaterials
aresentfortreatmentashazardouswasteortoalandﬁll.
HEALTHY ENVIRONMENT

Objective Target Programme
Management of energy
consumption (electricity
and heat)
As stated in the national energy efficiency action
plan: relative consumption down 9% by 2016,
compared with 2005.
• EnergyauditandanalysisatNurmo.
• Improvingtheefficiencyofthecontrolsofcoldstores
andrefrigerationsystems.
• Increasingheatrecoveryinaprofitablemanner.
Management of water
consumption
Relative water consumption down 1% by 2014,
compared with 2011.
• Moreeffectiverecyclingofwaterandidentificationof
newrecyclingpossibilities.
• Detectionofwaterlossthroughnewconsumption
monitoringmethodsandalarms.
• Optimisationofwaterconsumptioninprocess
washes.
Reduction at source Relative mixed waste volume down 20% by 2014,
compared with 2011.
• Optimisedsteeringofby-products.
• Improvedsorting.
• Planningthelocationofwastecontainersand
collectionpoints.
• Refiningofprocedures.
• Choiceofpartners.
Atria Finland’s environmental objectives and targets for the 2012–2014 environmental strategy period
Thekeyobjectiveintheenvironmentalstrategyperiodistosupportbusinessoperationsthroughcontrolleduseofnaturalresour-
ces.Theobjectiveshavebeenadaptedtofitchangesinthebusinessenvironment,ofwhichthemostsignificantaretheadvance-
mentofenergyefficiencyandwasteprevention.
Nutrients from slaughtering by-products recycled for use
Mostoftheby-productsfromAtria'sslaughterhousesarechannelledtoHonkajokiOy,arecyclingfacilityhalf-ownedbyAtria
thatprocessesanimalby-products.Itsoperationsarebasedonanagro-ecologicalmodel,inwhichanimalby-productsfrom
thefoodchainarerecycledforusethroughaproductionprocess.
Duringtheprocess,animalby-productsareconvertedintorawmaterialssuitableforspecificuses.Processedanimal
proteinisusedinanimalfeed,meat-boneflourinfertilizers,fatinbiodieseloranotherformofenergy,anddistrictheattoheat
gardensinnearbyareas.
Honkajoki'sproductionplantsusetechnologicallyadvancedequipmentandprocesses.Thecompanyhasawindfarmfor
generatingwindenergy.LocalgreenhousesandgardensarealsoheatedwithwasteheatfromHonkajoki.Environmentally-
friendlyformsofenergyandenergyefficiencyarethekeydefiningfeaturesoftheproductionsite.
Heat recovery, MWh
50,000
45,000
40,000
35,000
30,000
25,000
20,000
15,000
10,000
5,000
0
11 12 13
Energy efficiency, kWh/kg
0.7
0.6
0.5
0.4
0.3
0.2
0.1
0
08 09 10 11 12 13
Goal* -9%
* By the year 2016.

ECONOMIC RESPONSIBILITY
Its all about profitability
In order to reach the financial targets, Atria’s business
must first and foremost be profitable. This is supported
by good competitiveness and efficiency, together with
business risk management.
For Atria, economic responsibility also means
healthy and responsible business practices. Corporate
responsibility, decision-making and administration are
subject to national legislation and regulations, as well
as the Corporate Governance Code for Finnish listed
companies.
Profitability and efficiency create the preconditions
for assuming social and environmental responsibility.
Atria believes that socially and environmentally
responsible conduct also works in the other direction by
strengthening economic responsibility.
Added value for stakeholders
By economic responsibility, Atria refers to meeting its financial targets in such a way that it can
generate long-term financial added value for its shareholders and other stakeholders and increase
well-being in the surrounding communities and society.

Distribution of
economic value
added by Atria
ATRIA
Customers
• Consumergoodsretailtrademarket
• FoodServicecustomers
• Foodindustry
• Exportcustomers
• Netsalesandotheroperatingincome
EUR1,417million
Partners
• Purchasingandotherexpenses
EUR1,154million
Personnel
• Purchasingandother
expensesEUR182million
Society
• Taxesandsocialsecurity
expensesEUR60million
Shareholders
• Dividends
EUR6million
Financiers
• Financeexpenses
EUR15million
Growth investments
• Grossinvestments
andR&Dcosts
EUR53million
Economicresponsibility

ATRIA GROUP
International exchange-
listed company
Atria Plc is a strongly growing Finnish listed company
in the food industry which is rapidly expanding its in-
ternational presence. Atria Group is one of the leading
food industry companies in the Nordic countries, Rus-
sia and the Baltic region. The parent company, Atria
Plc, and its subsidiaries make up the international Atria
Group, which has its registered office in Kuopio. Atria’s
head office is located in Seinäjoki.
Atria’s net sales in 2013 amounted to EUR 1,411
million and it employed an average of 4,670 persons.
The Group is divided into four business areas: Atria Fin-
land, Atria Scandinavia, Atria Russia and Atria Baltic.
Atria’s customer groups are the consumer goods re-
tail trade, Food Service(1
customers and the food in-
dustry. In addition, it has a Fast Food concept business
based on its own brands. Atria’s roots go back to 1903,
when its oldest shareholding cooperative was founded.
Atria Plc’s shares are quoted on the NASDAQ OMX
Helsinki Ltd stock exchange. The company has approxi-
mately 12,290 shareholders.
Atria Plc’s products include fresh and consumer
packed meat, meat products, convenience foods, poult-
ry products and delicatessen products. Atria produces
meat products from pork, beef and poultry. The proces-
sed meat products include cold cuts and sausages. Con-
venience foods include home food products as well as
fast food and hot-dog stand products.
Atria Group key indicators
2013 2012
Net sales, EUR million 1,411.0 1, 343.6
EBIT, EUR millon 19.7 30.2
EBIT, % 1.4 2.2
Balance sheet total 978.1 1 041.6
Return on equity % -1.0 2.4
Return on investment % 3.7 4.7
Equity ratio % 42.2 41.5
Net gearing % 74.3 84.3
Non-recurring items* -17.3 -0.5
*Non-recurringitemsareincludedinthereportedfigures.
Atria Plc is a member
• inFinland:oftheFinnishFoodandDrinkIndustries’
Federation(ETL),theInternationalChamberof
Commerce,theNordenAssociationpromotingofficial
andunofficialcooperationintheNordicregion,aswell
asthePellervoConfederationofFinnishCooperatives.
• inRussia:oftheStPetersburgandLeningradoblast
meatassociationandfoodindustryassociationand
EastOffice,whichpromotesexcellenceinRussia.
• inSweden:ofthefoodindustryemployers’association
Livsmedelsföretagen(LI),theSwedishMeatIndustry
Association(KCF),theSwedishFrozenFoodInstitute,
GroceryManufacturersofSweden(DLF),theSwedish
InstituteforFoodandBiotechnology(SIK),IdeonAgro
FoodandtheInnovationPioneers.
• inEstonia:oftheEstonianAssociationforPersonnel
DevelopmentPARE,theEstonianChamberof
CommerceandIndustry,GS1EstoniaMTÜandthe
AssociationofEstonianFoodIndustry.

Atria purchased
Saarioinen's slaughtering
and meat cutting
operations
AtriaPlcandSaarioinenOysignedaletterofintent
inthesummerof2013,bywhichAtriapurchased
Saarioinen'sbeef,porkandchickenprocurement,
slaughterandcuttingoperations.Underthisletter
ofintent,thedealtransfersSaarioinen'schicken
productionmachineryandequipmenttoAtria,aswell
asitschickenproductionbuildingandsiteinSahalahti,
Kangasala.TheJyväbroilerbrandisalsotransferredto
Atriaunderthiscontract.
ThedealwillincreaseAtria'scost-efficiencyinmeat
procurement,slaughterandcuttingoperations.
ThepersonnelofSaarioinen'sprocurement,
slaughterandcuttingoperationswillmovetoAtriaas
existingemployees,andAtriawillcontinueitsindustrial
operationsinJyväskyläandSahalahti.Theoperations
coveredbythedealemployabout400people.
Asaresultofthedeal,Atria'snetsaleswere
projectedtoincreasebyaroundEUR70millionayear.
ThedealwassealedinFebruary2014.
AtriaPlc'sCEOJuhaGröhnandKaisuAvotie,Gardening
CounsellorandChairmanoftheBoardofDirectorsof
Saarioinen.
AtriagaveupallitsprimaryproductioninRussia.Pork
productionattheCampofarmfarmintheMoscowregion
wasterminatedin2013.InadditiontoCampofarm,Atriahas
beeninvolvedinporkproductionasaminoritypartnerofDan-
Invest.Atriasoldits26%interestinthecompanyattheendof
September2013.
Furthermore,processestodiscontinuetheCampomos
Russian operations increasingly concentrated at Gorelovo
industrialproductionandlogisticsunitlocatedinMoscowwere
setinmotionandareduetobecompletedbytheendof2014.
Atthesametime,Atriaconcentrateditsoperationsatthe
GorelovoplantinStPetersburg.Itsefficiencyandproduction
capacitywereimprovedthroughinvestmentsworthmorethan
EUR4.5million.TheaimistosetAtriaRussia'soperationsina
moreefficientandprofitabledirection.
ThenewchickenfeedplantinKoskenkorva,Ilmajoki,ownedby
A-RehuOy,amemberofAtriaGroup,wentonstreamin2013.
ThevalueoftheinvestmentwasnearlyEUR15million.Thenew
facilitynearlydoubledthecompany'sfeedproductioncapacityat
Koskenkorvato240millionkilogramsayear.
ThenewKauhajokibovineslaughterfacilitywascompleted
attheendof2012andproductionwasphasedinduring2013.
Atria’sEUR26millioninvestmentintheplantraiseditsbovine
slaughteringcapacityinFinlandfrom26millionto40million
kilograms.
TherefurbishmentoftheSeinäjokibroilerhatcheryalso
progressedonschedule.Machineryandequipmentinvestments
Investments to improve productivity and profitability
amountingtoEUR6millionwerecompletedinearly2013.The
newmarketingstandardwhichcameintoforceintheEUin2010
significantlyincreasedthedemandforfreshchickenwhilstalso
posingnewlogisticalchallengesfortheentiresupplychain.The
refurbishedbroilerhatcherymeetsthischallenge.
AtriaScandinavia'sbusinessareahasforseveralyearsnow
focusedonprofitabilityimprovementmeasures.Thetransferof
Halmstad’sproductiontoMalmöwasoneofthemostsignificant
measures.Overfiveyears,thenumberofAtriaScandinavia
plantshasbeencutfrom18to9,productivityhasincreasedand
thecoststructurehaslightened.
Organization

Atria aims to be the market leader or a strong
number two in the Group’s core operations,
which include cold cuts and processed meat
products. The market for cold cuts and other
meat products is a high-volume business that
provides growth potential for Atria.
Atria is also aiming at the top in local core
operations, such as poultry and convenience
foods, Atria Deli and Sibylla operations, selected
Private Label product groups, consumer-packed
meat, and slaughtering and cutting operations.
Atria´s strategy
With its strategy, Atria strives to
improve proﬁtability, boost growth
and increase the company’s
value. It will implement the
strategy by developing the
following three operational
dimensions: commercial
excellence, efﬁciency and the
common Atria Way of Work.
ATRIA'S STRATEGY
STRATEGY
COMMERCIAL
EXCELLENCE EFFICIENCY WAY OF WORK
VISION
ATRIA WAY OF WORK
WE FOCUS ON
CONSUMERS
AND CUSTOMERS
WE ARE
HUNGRY FOR
SUCCESS
WE
DELIVER
QUALITY
WE
ENJOY
OUR WORK

Commercial success maintains
and boosts Atria’s growth.
• Atria manages and develops the selected product
groups to gain commercial or brand leadership. Atria’s
branded products are number 1 in their respective
groups.
• Atria has industry-leading understanding of consumer
behaviour and knowledge of product segmentation.
• Atria develops its cooperation with each retail chain
and Food Service account in order to be their most
preferred partner.
• Atria invests in its strong product brands, which
ensure the success of Atria’s current product groups
and facilitate the launching of new product groups
and innovations.
• Atria develops and expands the whole market through
new solutions.
Enhanced efficiency improves
Atria’s profitability.
• Atria develops its processes to achieve industry
leadership.
• R&D, production and purchase processes are
developed from the perspective of efficiency in order
to generate a significant cost advantage for Atria.
• Atria reinforces transparent and smooth cooperation
with primary producers.
The way of work and values ensure Atria’s
profitable growth in the long term.
• Atria develops shared values, corporate culture
and leadership to support its strategy.
• Atria develops its governance model to enable
the use of the best resources in various organisation
units in Atria.
• Atria fosters a positive and encouraging atmosphere,
in which learning and initiative are appreciated.
• Atria utilises best practices and the best know-how
of its personnel across the organisation.
• Sibylla’sandAtriaDeli’sgrowth
• Boostingmarketinginallchannels
• Categoryleadership
• Reducingwastage
• Deepeningcooperation withprimaryproducers
• Improvingquality
• Definingvalues”AtriaWayofWork”
STRATEGIC PROJECTS IN 2013
Organization

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